Resumo
Introdução: “A tomada de decisões estratégicas é um processo vital dentro das organizações, devido às múltiplas variáveis que intervém, os recursos envolvidos e ao impacto no mediano e longo prazo” (1). Objetivo: identificar os fatores que influenciam o processo de tomada de decisões estratégicas nas organizações do setor saúde. Materiais e métodos: revisão sistemática dos estudos no sistema integrado de pesquisa e nas bases de dados eletrônicas: Pubmed, EMBASE, ScienceDirect e Google Scholar. A pesquisa se focou em artigos empíricos publicados nos últimos 10 anos, sem restrição do idioma e com disponibilidade do texto completo. Resultados: incluíram-se 14 artigos que analisaram variáveis relacionadas com os seguintes fatores: tomadores de decisões, aspectos da organização e aspectos ambientais externos. Nenhum estudo incluiu dentro de sua análise a influência dos fatores específicos da decisão. Conclusões: existem diferentes fatores contextuais que influenciam o processo de tomada de decisões estratégicas em organizações de saúde. Contudo, existem poucos estudos que permitam estabelecer um marco global que integre as diferentes perspectivas.
2. Chandler A. Strategy and structure: Chapters in the history of the industrial enterprise, 2nd ed. Massachusetts: Cambridge, Mass: MIT Press; 1990.
3. Andrews K. The concept of corporate strategy, 1st ed. Richard D. Irwin (ed.) New York: McGraw-Hill School Education Group; 1980.
4. Hambrick D. Some tests of the effectiveness and functional attributes of miles and snow’s strategic types. Acad Manag J. 1983;26(1): 5-26. https://doi.org/10.2307/256132.
5. Plunkett WR, Attner RF. Introduction to management, 3rd ed. London: International Thomson Publishing; 1992.
6. Mark S. Delaying decisions stifles: industrial management decision-making progress. Management Decision. 1997;45: 1622-1635. https://doi.org/10.1016/j.jbusres.2011.08.006
7. Mitchell JR, Shepherd DA, Sharfman MP. Erratic strategic decisions: when and why managers are inconsistent in strategic decision making. Strateg Manag J. 2011;32(7): 683-704. https://doi.org/10.1002/smj.905
8. Thompson AA, Strickland AJ. Strategic management: Concepts and cases. Chicago: Irwin Publishing Co.; 1995.
9. Rodríguez E, Pedraja L. Análisis del impacto del proceso de toma de decisiones estratégicas sobre la eficacia de las organizaciones públicas. Innovar. 2009;19(35): 33-46. https://revistas.unal.edu.co/index.php/innovar/article/view/28707
10. Hofer CW, Schendel D. Strategy formulation: Analytical concepts, 1st ed. South-Western; 1978.
11. Colignon R, Cray D. Critical organizations. Organ Stud. 1980;1(4): 349-365. https://doi.org/10.1177/017084068000100403
12. Mintzberg H, Raisinghani D, Theoret A. The structure of “unstructured” decision processes. Admin Sci Q. 1976;21(2): 246-275. https://doi.org/10.2307/2392045
13. Eisenhardt KM, Zbaracki MJ. Strategic decision making. Strateg Manag J. 1992;13(2): 17-37. https://doi.org/10.1002/smj.4250130904
14. Akyürek ÇE, Sawalha R, Ide S. Factors affecting the decision making process in healthcare institutions. Acad Strateg Manag J. 2015;14(1): 1-14. https://www.abacademies.org/articles/asmj-volume-14-special-issue.pdf#page=5
15. Elbanna S, Thanos IC, Papadakis VM. Understanding how the contextual variables influence political behaviour in strategic decision-making: a constructive replication. J Strateg Manag. 2014;7(3): 226-250. https://doi.org/10.1108/JSMA-02-2014-0013
16. Rajagopalan N, Rasheed AM, Datta DK. Strategic decision processes: Critical review and future directions. J Manag. 1993;19(2): 349-384. https://doi.org/10.1016/0149-2063(93)90057-T
17. Dean JW, Sharfman MP. Procedural rationality in the strategic decision-Making process. J Manag Stud. 1993;30(4): 587-610. https://doi.org/10.1111/j.1467-6486.1993.tb00317.x
18. Priem RL, Rasheed AMA, Kotulic AG. Rationality in strategic decision processes, environmental dynamism and firm performance. J Manag. 1995;21(5): 913-929. https://doi.org/10.1016/0149-2063(95)90047-0.
19. Elbanna S, Child J. The influence of decision, environmental and firm characteristics on the rationality of strategic decision-making. J Manag Stud. 2007;44(4): 561-591. https://doi.org/10.1111/j.1467-6486.2006.00670.x
20. Child J. Organizational structure, environment and performance: The role of strategic choice. Sociology. 1972;6(1): 1-22. https://doi.org/10.1177/003803857200600101
21. Cyert R, March JG. A behavioural theory of the firm. Primera ed. New Jersey: Englewood Cliffs; 1963.
22. Schwenk CR. The cognitive perspective on strategic decision making. J Manag Stud. 1988;25(1): 41-55. https://doi.org/10.1111/j.1467-6486.1988.tb00021.x
23. Hambrick DC, Mason PA. Upper Echelons: The organization as a reflection of its top managers. Acad Manag Rev. 1984;9(2): 193-206. https://doi.org/10.2307/258434
24. Hannan MT, Freeman J. The population ecology of organizations. Am J Sociol. 1977;82(5): 929-964. https://www.jstor.org/stable/2777807
25. Meissner P, Wulf T. Antecendents and effects of decision comprehensiveness: the role of decision quality and perceived uncertainty. Europ Manag J. 2014;32(4): 625-635. https://doi.org/10.1016/j.emj.2013.10.006
26. Sutcliffe KM, McNamara G. Controlling decision-Making practice in organizations. Organ Sci. 2001;12(4): 484-501. https://www.jstor.org/stable/3085984.
27. Romanelli E, Tushman ML. Inertia, environments and strategic choice: A quasi-experimental design for comparative-longitudinal research. Manag Sci. 1986;32(5): 608-621. https://doi.org/10.1287/mnsc.32.5.608.
28. Papadakis V, Lioukas S, Chambers D. Strategic decision-making processes: The role of management and context. Strateg Manag J. 1998;19(2): 115-147. https://doi.org/10.1002/(SICI)1097-0266(199802)19:2115::AID-SMJ9413.0.CO;2-5.
29. Hickson DJ. Top decisions: strategic decision-making in organizations, 1st ed. San Francisco: Jossey-Bas; 1986.
30. Dutton JE, Fahey L, Narayanan VK. Toward understanding strategic issue diagnosis. Strateg Manag J. 1983;4(4): 307-323. https://doi.org/10.1002/smj.4250040403
31. Elbanna S, Ali AJ, Dayan M. Conflict in strategic decision making: do the setting and environment matter? International J Confl Manag. 2011;22(3): 278-299. https://doi.org/10.1108/10444061111152973
32. Simon HA. Rationality as process and as product of thought. Am Econ Rev. 1978;68(2): 1-16. https://www.jstor.org/stable/1816653
33. Arnould RJ, DeBrock LM. Competition and market failure in the hospital industry: A review of the evidence. Med Care Res Rev. 1986;43(2): 253-292. https://doi.org/10.1177/107755878604300203
34. Ginter P, Duncan WJ, Swayne LE. The strategic management of health care organizations, 1st ed. New York: John Wiley & Sons; 2009.
35. McConnell CR. The changing face of health care management. Health Care Manag. 2000;18(3): 1-17. https://doi.org/10.1097/00126450-200018030-00002.
36. Hanson L, Carey T, Caprio A, Lee T, Ersek M, Garrett J, et al. Improving decision‐making for feeding options in advanced dementia: a randomized, controlled trial. J Am Geriatr Soc. 2011;59(11): 2009-2016. https://doi.org/10.1111/j.1532-5415.2011.03629.x.
37. Alexander JA, Hearld LR, Jiang HJ, Fraser I. Increasing the relevance of research to health care managers: Hospital CEO imperatives for improving quality and lowering costs. Health Care Manag Rev. 2007;32(2): 150-159. https://doi.org/10.1097/01.HMR.0000267792.09686.e3
38. Cochrane Iberoamérica. Manual Cochrane de revisiones sistemáticas de intervenciones.; 2012. http://www.cochrane.es/?q=es/node/269.
39. Kash B, Spaulding A, Gamm LD, Johnson CE. Healthcare strategic management and the resource based view. Journal of Strategy and Management. 2014;7(3): 251-264. https://doi.org/10.1108/JSMA-06-2013-0040
40. Langabeer JR, DelliFraine J. Does CEO optimism affect strategic process? Manag Res Rev. 2011;34(8): 857-868. https://doi.org/10.1108/01409171111152484.
41. Langabeer JR, Yao E. The impact of chief executive officer optimism on hospital strategic decision making. Health Care Manag Rev. 2012;37(4): 310-319. https://doi.org/10.1097/HMR.0b013e318235243b
42. Parayitam S. The effect of competence - based trust between physicians and administrative executives in healthcare on decision outcomes. Manag Res Rev. 2010;33(2): 174-191.https://doi.org/10.1108/01409171011015856
43. Parayitam S, Phelps LD, Olson BJ. Strategic decision-making in the healthcare industry: the effects of physician executives on decision outcomes. Manag Res News. 2007;30(4): 283-301. https://doi.org/10.1108/01409170710736329
44. Parayitam S, Dooley RS. The relationship between conflict and decision outcomes: moderating effects of cognitive- and affect-based trust in strategic decision-making teams. Intern J Confl Manag. 2007;18(1):42-73. https://doi.org/10.1108/10444060710759318.
45. Parayitam S, Dooley RS. Is too much cognitive conflict in strategic decision-making teams too bad? Intern J Confl Manag. 2011;22(4): 342-357. https://doi.org/10.1108/10444061111171350.
46. Shoemaker L, Kazley A, White A. Making the case for evidence-based design in healthcare: a descriptive case study of organizational decision making. HERD. 2010;4(1): 56-88. https://doi.org/10.1177/193758671000400105
47. Sosnowy CD, Weiss LJ, Maylahn CM, Pirani SJ, Katagiri NJ. Factors affecting evidence-based decision making in local health departments. Am J Prev Med. 2013;45(6): 763-768. https://doi.org/10.1016/j.amepre.2013.08.004
48. Kallio T, Kuoppakangas P. Bandwagoning municipal enterprises: Institutional isomorphism and the search for the Third Way. Policy Studies. 2013;34(1): 19-35. https://doi.org/10.1080/01442872.2012.731842
49. Simonen O, Viitanen E, Lehto J, Koivisto A. Knowledge sources affecting decision-making among social and health care managers. J Health Organ Manag. 2009;23(2): 183-199. https://doi.org/10.1108/14777260910960920
50. Siddiqui S, Ramesh A, Manoharan K, Hussein A, Jawad AM, Hussain F. Developing a framework for the internationalization of british healthcare institutes: A qualitative dual case study analysis. Intern J Healthcare Manag. 2014;7(1): 14-20. https://doi.org/10.1179/2047971913Y.0000000059.
51. MacDonald J, Bath P, Booth A. Healthcare services managers: what Information do they need and use? Evid Based Libr Inf Pract. 2008;3(3): 18-38. https://doi.org/10.18438/B8Q90C.
52. Lashgari S, Antuchevičienė J, Delavari A, Kheirkhah O. Using QSPM and WASPAS methods for determining outsourcing strategies. JOEBM. 2014;15(4): 1-15. https://doi.org/10.3846/16111699.2014.908789
53. Walters BA, Clarke L, HES, Shandiz M. Strategic decision-Making among top executives in acute-care hospitals. Health Mark Q. 2001;19(1): 43-59. https://doi.org/10.1300/J026v19n01_04
54. Child J, Chung L, Davies H. The performance of cross-Border units in China: a test of natural selection, strategic choice and contingency theories. J Int Bus Stud. 2003;34(3): 242-254. https://doi.org/10.1057/palgrave.jibs.8400033
55. Shepherd NG, Rudd JM. The influence of context on the strategic decision-Making process: A review of the literature. Int J Manag Rev. 2014;16(3): 340-364. https://doi.org/10.1111/ijmr.12023
56. Elbanna S, Child J. Influences on strategic decision effectiveness: development and test of an integrative model. Strateg Manag J. 2007;28(4): 431-453. https://doi.org/10.1002/smj.597
57. Schwenk CR. Strategic Decision Making. J Manag. 1995;21(3): 471-493. https://doi.org/10.1177/014920639502100304
Aviso de direitos autorais
A revista Gerencia y Políticas de Salud está registrada sob a licença Creative Commons Recognition 4.0 International. Portanto, este trabalho pode ser reproduzido, distribuído e comunicado publicamente em formato digital, desde que o nome dos autores e da Pontificia Universidad Javeriana sejam reconhecidos. É permitido citar, adaptar, transformar, autoarquivar, republicar e criar a partir do material, para qualquer finalidade (inclusive comercial), desde que a autoria seja devidamente reconhecida, e um link do trabalho original seja fornecido e indicar se as alterações tiverem sido feitas. A Pontificia Universidad Javeriana não detém os direitos sobre os trabalhos publicados e os conteúdos são de responsabilidade exclusiva dos autores, que preservam seus direitos morais, intelectuais, de privacidade e de publicidade.
O endosso da intervenção do trabalho (revisão, correção de estilo, tradução, layout) e sua posterior divulgação são concedidos através de uma licença para uso e não através de uma transferência de direitos, o que significa que a revista e a Pontificia Universidad Javeriana se eximem de qualquer responsabilidade que podem surgir de má conduta ética por parte dos autores. Como resultado da proteção fornecida pela licença de uso, a revista não é obrigada a publicar retratações ou modificar as informações já publicadas, a menos que a errata surja do processo de gestão editorial. A publicação dos conteúdos desta revista não representa regalias para os contribuintes.